- In the US, BT acquired INS, which makes up most of it's US presence. The unfortunate part, is that there's about 3 people from heritage INS upper management that have a legitimate, sound vision. The rest of upper and mid-level management can't execute. Luckily, there are incredibly granular processes (driven by IT systems) that must to be followed in order to get anything done. These processes keep these below average managers from causing a total failure. The side effect of these "anyone can do it" processes is that BT ended up with robotic managers that can't do anything except follow processes. On the lower and mid-management tiers, there's hardly any true leadership. Many of these "good ol' boys" have worked together for 15+ years, and keep key positions for each other, so don't even think about advancement in to their domain.
- BT hasn't spent much time training their management in key leadership domains. Most management "training" consists of communicating direction for the next quarter or year. Inadequate managers manage other inadequate managers, and none of them realize the real problems that exist within the business.
- BT goes out of their way to make client interaction difficult. Poor accounting requirements and a difficult legal department make working with clients a disaster.
- Strong internal political issues exist (even with upper management), especially between the US and the UK. It's hard to get anything done that requires the assistance of overseas resources.
